When Quality Can't Wait: Results-Oriented T. Q. M.


Governale, Nicholas P.; Howell, Kevin A.   (1993, ASQC)   Governale and Associates; Acton, MA

Annual Quality Congress, Boston MA    Vol. 47    No. 0
QICID: 9934    May 1993    pp. 23-30
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Article Abstract

Total Quality Management (TQM) can integrate long term planning with short term results. An example shows how this was done in a business that delivers a broad range of computer related services. Short term issues included a change from the servicing of internally designed products to servicing multiple vendor products. The initial step toward TQM was to reorganize unit managers from alignment by products to alignment by customers. Unit managers then formed a management team that handled all issues affecting the units and resolved them as a team. This total quality business focus led to benchmarking of successful units, whose processes and organizational structure were incorporated into other less successful units. This short term planning and implementation improved quality. Then the management team integrated these TQM planning activities into long term strategic planning. A Hoshin process helped the team to compare future plans with expected customer needs. During the evolution from short term results to long term planning, the unit managers evolved from being reactive and tight controllers to being mentors and monitors. At the same time, short term expense reductions and immediate improvements in customer satisfaction evolved into plans for long term Adopt a Customer alliances. To integrate short term and long term results into TQM, the TQM leader should keep both short and long term goals in sight and must constantly re-evaluate the methods.


Service sector,Total Quality Management (TQM),Case study,Customer satisfaction (CS),External customer,Hoshin planning

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